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PROGRAM AGENDA:                                                                         
DAY 1 (Tuesday, 19 February 2013)
General Session:
7:15-8:15
 Registration & Networking Breakfast in Exhibition Hall
__________________________________________________________________________________________________________________________________
8:15-8:30
 Conference Chairpersons’ Opening Remarks


Vice President, Head Global Competitive Intelligence, Merck & Co / MSD

Director - Strategic Intelligence, Takeda
__________________________________________________________________________________________________________________________________
8:30-9:15
 Leveraging Intelligence in the Strategic Decision Making Process

An efficient Intelligence department assists an organization in addressing tactical issues as well as formulating global strategies. Yet, this may not be enough to raise
the Intelligence organization to that of a decisive resource for increasing the company's performance.  The main reason, for this limitation, is that the ultimate
decision, on whether or not to implement a well researched and finely polished strategy, rests in the hands of a few people sitting at the very top of the organization.
To maximize their impact on the company's success, Intelligence professionals need to enhance their ability to understand internal decision making processes and
shape their contribution accordingly.


Associate Vice-President Corporate Strategic Intelligence, Sanofi Pasteur
__________________________________________________________________________________________________________________________________
9:15-10:00
 Bucking the Trend: Innovative Avenues for Profit Generation in an Increasingly Frugal Marketplace

During this time of prolonged economic uncertainty, the pharmaceutical industry is facing ever-increasing challenges to maintain profitability. Whilst manufacturing
and operational efficiencies offer one avenue through which to achieve this, there are also external opportunities to maintain or potentially to increase profitability
through addition of value across the drug development and commercialisation process. This strategy is not only a way of improving pharma’s appreciation of and
alignment with the growing complexity and diversification of customers’ needs but also can support differentiation from the growing pressure caused by non-
innovative competitors who drive commoditisation of the marketplace. In this presentation, relevant trends and the opportunity for pharma to shift from a traditionally
product-based sales strategy to a more holistic, solution- or service-orientated approach will be explored.


Head of EMEA & LATAM, Deallus
__________________________________________________________________________________________________________________________________
10:00-11:00
 Networking & Refreshments in Exhibition Hall

__________________________________________________________________________________________________________________________________
11:00-12:00
 Keynote Panel: Reaction/Response to Keynote Presentation

(Panelists are Advisory Board Members)

Director of Integrated Insights, Novartis AG

Director Product Management, Helsinn Healthcare

Director, Strategic Intelligence, Takeda

Vice President, Head Global Competitive Intelligence, Merck & Co / MSD

Head Global Product Patrimony Management, Pharmaceutical Customer Solutions - Global Operations, Sanofi

Director, Competitive Intelligence, Shire
__________________________________________________________________________________________________________________________________
12:00-13:15
 Networking Luncheon

__________________________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
14:15-14:55
 TRACK A
 The Power of Visualisation for Real Time Analysis
This presentation will look at how Visualisation can bring intelligence to both specialists and non specialists by using real time analytical graphs
and charts.


Account Manager, Digimind
__________________________________________________________________________________________________________________
  TRACK B
 Are We Killing the Golden Goose?
A discussion of damaging CI practices at medical congresses – and proposed solutions

A majority of big pharma and biotech companies attend congresses to learn about the latest scientific advances, as well as to better understand
their rivals.  It is with regard to this second activity – collecting competitor information – that some attention needs to be applied by CI
practitioners and their vendors in the life sciences industry.  Overly aggressive collection behavior on the part of both companies and consultants
at these conferences – sometimes violating conference rules -  is rapidly approaching a tipping point when conference organizers could
conceivably ban CI activity altogether.  This discussion will air the challenges and problems, as well as proposed solutions for companies and
consultants alike.  In this session you will learn:
  • What infractions often occur
  • The effect of “bad behavior” on experts  and overall conference dynamics
  • Ideas for mitigating  or eliminating the problem altogether
  • How CI practitioners and consultants can once again meet their respective goals whilst ensuring that all attendees can gain value from
    the event


President, Fuld & Co.

Vice President Life Sciences, Fuld & Co.
__________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
14:55-15:35
 TRACK A
 Value of CI via Success Stories and Case Studies
  • Value of CI in me-too market of ESAs erythropoietin stimulating agent
  • Value of CI in generics and authorised generics market
  • Value of CI in highly competitive and crowded market


President, Lifescience Dynamics
__________________________________________________________________________________________________________________
  TRACK B
 Implications of the Increasing Amount and Quality of Free Clinical Trial Data:  Value of Novel
Search and Data Visualization Tools
  • The volume and quality of data in publicly available repositories has increased significantly over the past few years. One recent
    development is the renewed effort to include trial results in clinicaltrials.gov
  • We will explore how CI professionals can successfully leverage these free resources to enhance trial monitoring in the current climate of
    limited budgets and resources
  • We will examine novel strategies and unique resources to mine integrated trial databases and generate executive-ready analytics


President, The Larvol Group
__________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
16:35-17:15
 TRACK A
 Strategic Opportunities: Leveraging Competitive Intelligence on the Road to Market Access
Access to necessary healthcare is perceived as a patient right in large parts of the world. National governments, public and private insurers as
well as regional and local payers have to provide budgets for this purpose. With new treatment options, aging populations and hampering
economic growth, the willingness and ability to finance these budgets is quickly shrinking. At the same time, pharmaceutical companies
experience higher hurdles to develop new medicines. Investments for developing true innovations are skyrocketing, and competition is becoming
more intense between products that payers perceive as similar. In this evolving competitive environment it is essential to bring in robust
competitive intelligence to support strategic market access planning with impactful insights.


Director, Head Market Access, Helsinn Healthcare

Senior Partner, Simon-Kucher & Partners
__________________________________________________________________________________________________________________
  TRACK B
 Gathering CI at Congresses, Seminars, and Industry Events
The session will present Life Science specific results of a Fletcher/CSI survey on CI collection at congresses and “trade shows” to illustrate best
practices, tools, and techniques.  Drawing on the survey findings, methods to convert “trade show tourism” into effective CI will be discussed. Ways
to distribute findings from CI efforts at congresses, and to engage multiple parts of the company in the process will be presented.  

Participants will learn how to:
  • Plan and organize a CI effort around a congress
  • Leverage and manage congress team attendance to maximize CI collection
  • Engage the collection team to analyze and distribute Congress CI findings


CEO, Fletcher/CSI
__________________________________________________________________________________________________________________
15:35-16:35
 Networking & Refreshments in Exhibition Hall
Participants may choose 1 of 2 concurrent tracks
17:15-18:15
 TRACK A
 Setting up a CI Unit: How can you Set Up a CI Organization that Balances Delivery with Constant
Evolution
Panelists will share their experiences encountered while setting up their CI units and discuss how they manage to evolve as customers and needs
change.
Topics for discussion include:
  • Obtaining and keeping the top management’s buy-in right from the beginning
  • Assessing and updating the company’s Key Intelligence Topics
  • Delivering added value insights to impact the business effectively
  • Balancing between delivery and evolution
  • CI specifics within the context of our companies



Senior Director Corporate Partnering Intelligence, Gruenenthal GmbH

Associate Director, Business Intelligence, Debiopharm SA

Director, Sanofi
__________________________________________________________________________________________________________________
  TRACK B
 Competitive Intelligence Linked to R&D Early Development


Global Competitive Intelligence Manager Neuroscience, F. Hoffmann-La Roche Ltd.

Competitive Intelligence Unit Manager, Chiesi Farmaceutici S.p.A.

Head Global Product Patrimony Management, Pharmaceutical Customer Solutions - Global Operations, Sanofi

Head of Competitive Intelligence, Sanofi

Associate Director, R&D Intelligence, MedImmune        


__________________________________________________________________________________________________________________
18:15-19:30
 Evening Socializing Events! Cocktail Reception & Networking Sponsored by Deallus
DAY 2: (Wednesday, 20 February 2013)
7:15-8:15
 Registration & Networking Breakfast in Exhibition Hall

_________________________________________________________________________________________________________________________________
8:15-8:30
 Chairpersons’ Opening Remarks (Will occur within each separate track session)
Participants may choose 1 of 2 concurrent tracks
8:30-9:10
 TRACK A
 The Importance of R&D Intelligence
Near-term commercial considerations often mean that CI efforts are focused on late-stage and in-line products. Indeed, benchmarking data have
indicated that pipeline CI support may be minimal until a programme reaches Phase II. However, the state of a company’s late-stage pipeline is
defined by the early-stage R&D which preceded it – and many important R&D decisions may already have been made before serious CI support is
established. This session will:

  • Provide a brief overview of the current state of pharmaceutical R&D
  • Challenge the widespread perception that late-stage development accounts for the majority of R&D expenditure
  • Demonstrate the importance of improving decision quality at critical early R&D stages
  • Illustrate the need for a long-term view in provision of R&D CI support


Associate Director, R&D Intelligence, MedImmune        
__________________________________________________________________________________________________________________
  TRACK B
 High Impact Regulatory Intelligence: How to use non-public regulatory generics intelligence
sources to optimize a brand’s lifecycle
Core Topics:
  • What are unique sources of regulatory intelligence and how can you anticipate generic companies’ planned or in-progress regulatory
    activities?
  • How to use regulatory intelligence to optimize your lifecycle strategy.
  • Concrete examples of how companies benefit from proactive country-level regulatory intelligence.
  • Getting to the ROI: Which regulatory intelligence issues and insights affect/help guide a company’s IP litigation team’s decisions
    directly?
  • How to establish a high-impact in-house regulatory intelligence function.
  • As a close: key advise to shape your company’s future anticipatory regulatory intelligence activities to optimize a brand’s lifecycle
    strategy.

What’s in it for you?  At the end of this presentation you should be able to:
  • understand how targeted country-level regulatory intelligence insights affect your company’s IP litigation and brand teams directly and
    indirectly;
  • understand country-level approval/launch timelines, number of upcoming competitors and impact on gx prices/reimbursement;
  • assess the impact and multiple touch points solid actionable regulatory intelligence has on your company’s established brands and how
    to present the regulatory analysis in conclusive ways to make strategic decisions;
  • contribute significantly and tangibly to the future strategy of your company’s brands and, consequently, raise the profile and impact of
    the CI function on senior executives.


Head of Regulatory Intelligence, I.S.I.S. - Integrated Strategic Information Services, Inc.

Managing Director, I.S.I.S. - Integrated Strategic Information Services, Inc.
__________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
9:10-9:50
 TRACK A
 How to Start and Develop an Integrated MR&BI* Capability in a Challenging Environment?
This presentation will describe the key challenges we faced, the way the MR&BI structure was organized to meet this challenges, the key
achievements after 3 years of existence and the key learning from this experience:
what could have been done differently to ensure a smoother integration.

*Market Research & Business Intelligence


Head of Corporate Market Research and Business Intelligence, bioMerieux
__________________________________________________________________________________________________________________
  TRACK B
 Blueprint for Understanding the Current and Future Competition in the Vaccines Space
The presentation will focus on the dynamics and drivers of the vaccines business and the critical elements that vaccine manufacturers need to
understand and execute well in order to develop a successful vaccines strategy.


Associate Director, Prescient Life Sciences
__________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
9:50-10:30
 TRACK A
 Driving Superior Performance through "Integrate Pharma," a Cutting Edge, Cloud Based
Competitive Intelligence Platform
Value Edge has developed "Integrate Pharma" a cloud based competitive intelligence platform with customized news, intelligence analytics
and professional collaboration. Unlike other intelligence platforms "Integrate Pharma" offers News Intelligence, Patent Intelligence, Competitive
Landscapes, Earning call trackers, Social Media Intelligence and customizations such as Congress Intelligence and Dashboards.


Director Global Commercial Analytics, Actelion

Managing Director, Value Edge Research Services
__________________________________________________________________________________________________________________
  TRACK B
 The Answer to C.I. ROI: Increasing the Value of Competitive Intelligence Through the Realignment
of Research Objectives
CI managers are constantly challenged by the organization to demonstrate value.  Aligning competitive intelligence objectives with strategic
decision support, rather than tactical stand-alone intelligence, can help to ensure buy-in to the CI function from organizational leadership.  In
this presentation we will examine a case study comparison of an early warning monitoring program (tactical CI) to a CI supported futurescape
study.  The results of the comparison will provide both practical and theoretical insight into how CI professionals can demonstrate value, win
influence and improve sustainability within the organization.


Managing Partner, Sedulo Group
__________________________________________________________________________________________________________________
10:30-11:30
 Networking & Refreshments in Exhibition Hall
13:15-14:15
 Networking Roundtables/Discussion
(Led by an expert at each table placed throughout exhibition hall. Participants may freely move from one table to another in this open space environment.)
  ROUNDTABLE 1:
 Biologics

Associate Director, R&D Intelligence, MedImmune
_________________________________________________________________________________________________________________
  ROUNDTABLE 2:
 Orphan Drugs

Director Global Commercial Analytics, Actelion
_________________________________________________________________________________________________________________
  ROUNDTABLE 3:
 Client/Vendor relationships:  What does the ideal working relationship look like from both sides,
and what are the challenges in achieving this?

Director, Competitive Intelligence, Shire
_________________________________________________________________________________________________________________
  ROUNDTABLE 4
 Doing More with Less

Competitive Intelligence Unit Manager, Chiesi Farmaceutici S.p.A.
_________________________________________________________________________________________________________________
  ROUNDTABLE 5
 Supporting Business Development & Licensing Decision-making through Competitive
Intelligence

Manager, Business Development & Licensing, Helsinn Healthcare
_________________________________________________________________________________________________________________
  ROUNDTABLE 6
 Using Pipeline Information to Make Sense of the Competitive Pharma Landscape

CBI Editorial Business Development Coordinator, Springer
_________________________________________________________________________________________________________________
  ROUNDTABLE 7
 The CI Tightrope: Balancing Primary and Secondary CI Insights to Ensure Informed and Robust
Decision Making
To include discussions and debate around the following questions:
  • When is primary CI strong enough to use for business critical decision making?
  • How can secondary CI vendors and/or sources be used to triangulate primary CI?
  • The role of secondary CI vendors in driving primary CI strategy; what to ask, how and why?
  • How best to prevent a company getting carried away when a piece of primary CI gives good news?
  • How best to manage primary CI distribution internally (i.e. the trade-off between communicating the findings vs. the above losing
    control)

Director and Biosimilars Practice Lead, Informa
_________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
11:30-12:10
 TRACK A
 Scenario Development - Enabler of Critical Decision-Making at Life Sciences Companies
Scenario development often means different things to different people, depending on one's functional orientation but, in general, it is mostly
either applied to events and in a narrow sense - from looking at potential scenarios for at-risk launch of generics or trial outcomes or FDA decisions
on label, or as top-executive-level multi-day off-site exercise to look at potential future scenarios for the company. This presentation, instead, will
discuss a broader, more strategic but still a very practical application of scenario development to actually enable more effective critical
decision-making at life sciences companies. A case method will be used to introduce the conference attendees to a real-life application of
scenario development in business development/licensing.


Deputy Director, Global Competitive Insights, Xarelto Launch Operations, Bayer Pharma AG
__________________________________________________________________________________________________________________
  TRACK B
 Centralized or Decentralized CI Function – Best Practices from Other Industries
Pharmaceutical companies are under constant pressure to deliver more with limited resources. Dealing with environmental limitations is a huge
challenge, while organization targets, such as high process efficiency and per person productivity, further add to it. To remain competitive,
company management needs to make timely decisions – should their CI functions be centralized or decentralized?

This presentation will evaluate if CI should be practiced by dedicated teams/professionals (centralized) or be linked with more well-defined core
roles (decentralized). Both the formats receive a mixed score on features that work and don’t. For example, the centralized format helps optimize
processes and resources but runs the risk of being inflexible or too far from brand or business unit-related issues. On the other hand, the
decentralized format can lead to an organization being run in silos, creating redundancies over a period of time. In this talk, we will cover:

  • Common challenges faced in managing CI: centralized and decentralized formats
  • Best practices from other industries
  • Smart and agile frameworks, and other tools and techniques that can help in adopting one of the two formats as well as adapting them to
    specific business needs


Manager, Evalueserve
__________________________________________________________________________________________________________________
13:10-14:15
 Networking Luncheon
General Session:
14:15-14:45
 Is There a Perfect CI Organization Fitness? A Pharma CI Survey Analysis and Outcome
In collaboration with the ''Pharma CI Conference," a survey was set up to understand how Pharma companies are organizing their CI groups and how these fit their
needs.  Results have been analyzed and compared to data available in the literature.  The objectives of this research is to develop some guidelines on the best
fitness of a CI group within a Pharma company based on its profile, need and structure.


Director Product Management, Helsinn Healthcare

_________________________________________________________________________________________________________________________________
14:45-15:30
 Summary and Key Takeaways

(Panelists are Advisory Board Members)

Director, Strategic Intelligence, Takeda

Vice President, Head Global Competitive Intelligence, Merck & Co / MSD

Head of Competitive Intelligence, Sanofi

Head of EMEA & LATAM, Deallus

Director Global Commercial Analytics, Actelion

Director, Competitive Intelligence, Shire

_________________________________________________________________________________________________________________________________
15:30
 Conference Concludes

_________________________________________________________________________________________________________________________________
Participants may choose 1 of 2 concurrent tracks
12:10-13:10
 TRACK A
 Biosimilars

   
Head Of Competitive Intelligence, Sanofi
__________________________________________________________________________________________________________________
  TRACK B
 Integration of CI into Decision-Making


Director, Sales and Marketing Effectiveness Analytics EMEA, Bausch & Lomb
  
Manager, Global Competitive Intelligence, Merck

Associate Director, Competitive Intelligence, Endo Pharmaceuticals Inc.

Director, Sanofi
__________________________________________________________________________________________________________________
FEBRUARY 2014